Identify if the organization is conducting any scanning of the environments.
The most formal environmental scan performed by KTPL was the the Community Needs Assessment (CNA)published July 2006. This assessment, led by the consultants Monteith and Brown Planning Associates was funded through a combination of a provincial grant and from the development fund budget allocated to the library by the Township. A full copy of the assessment can be found on KTPL's website at http://www.king-library.on.ca/pdfs/KTPLCommunityNeedsAssessment.pdf. The consultants used a combination of surveys, focus groups, third-party psychographic and demographic studies, the most recent Census and long term population forecasts in the compilation of the report. Opinions were sourced not only from staff, management and the Board, but also from both users and non-users from the community. The end product has been a key driver in terms of the development of the 2008-2011 Strategic Plan as well rationale for funding requests and grant expenditures.
This assessment does not represent the only environmental scanning practiced by KTPL. During the development and (enforcing) of future year budgets as well as of programs and services, environmental scanning takes place. The management team uses information from the Township, school boards, the Census, the chamber of commerce, statistics generated by library usage, provinical statistics as well as news of change and development in community. Currently, the introduction of full-time kindergarten and the construction of new subdivisions in each of the three hub communities in the township are environmental situations that stand to impact KTPL, and are being scrutinized carefully by the management team.
Generally, information from the CNA and from the latest Census show that the community of King Township has one of the highest per capita incomes in Canada, with an annual income of $82, 000 per family. Monteith and Brown (2006) advised the library that "Given the socio-economic profile of King Township, residents have many options available for meeting their "library" needs including purchasing their own books and materials. As such, the KTPL must strive to stay at the leading edge of information technology and lifelong learning initiatives in order to meet the unique needs of this community" (p. 5). Another environmental consideration Monteith and Brown identified is that is that King Township is located just outside the urban sprawl that consitutes the subarbs of Toronto. If the city continues to grown, they suggest that King Township could become a suburban community and face pressure to increase economic development opportunities (p. 6). The consultant's research forecasted growth of 60% between 2006 to 2021 - from 20,000 to 32,000 residents. The current population mix shows that 13% are seniors and growing, which is important as seniors have traditionally been a significant user group of the library. There is low ethnic diversity (3% visible minorities) observed in the current population - but Monteith and Brown suggest this may also change as the population grows.
Competitive - library systems of surrounding communities - some are very large ie., Vaughan, Richmond Hill. Chapters. Internet, Political - mayor/council newly elected with focus on cost cutting and rationalization of services, suggested Toronto library cuts are big news, strong library board - very interested in continued growth/well being of library and support of management team's suggested direction Social - strong cultural interest in community, love of library, support for library shown in fund raisers for building/reno's/donations Outside of the CNA, KTPL has identified tther external factors to consider. Competition for usage is an ever-present threat: book stores; restaurants now providing WiFi; information available on the Internet; programs offered by other organizations; Netflix and instant movie access by cable and satellite providers; larger libraries offering reciprocal borrowing privileges; and, less expensive computers and Internet access are but to name a few of the challenges KTPL faces. Growth and development of the community has also presented its own challenges, and is probably the most relevant environmental factor facing the library. For example, sewer and road construction have made accessibility to two branches very difficult and has resulted in decreased door statistics. Competition for municipal funds is at an all time high and an economic downturn has decreased the taxpayers’ tolerance for increases to their property bills. New users with different expectations based on previous urban library experience are changing the experience at the circulation desk. Gone are the days of not having to ask for a library card and overdue or non-returned material statistics are on the increase. The aging population of those who have spent their lives in this community is also a challenge: staunch supporters and users of the library are leaving the community for retirement homes or passing away. However despite the transition in the user profile, KTPL continues to enjoy immense support from its community as demonstrated by the support shown in fundraising campaigns, letters to council and participation in library events.
RECOMMENDATION POINTS:
- the CNA is a static picture - as time goes by the reality of what transpires needs to be considered in conjunction with the CNA - ie., a major market crash may reduce or eliminate new housing starts, reducing growth
Now identify (in your opinion) which forces in the microenvironment (internal) may affect this organization. The SWOT will add knowledge to this…
The culture of the organization can be described as being known for friendly, personal customer service. The branches are vibrant, often noisy with children and adults socializing. The programs are well attended, and Internet stations well used. Most staff knows most patrons, if not as neighbors, at least as a familiar face and name. None of the branches have a specific reference desk: all information service is provided at the circulation desk or out in the stacks. Only one branch consistently has MLIS or Library Technician trained staff on duty. Most reference is handled by paraprofessional staff. There is a family atmosphere amongst staff, with very low turnover. Staff is quick to promote programs and new material to patrons directly, and provides good reader’s advisory service. The organization has also been aggressive with technological advancement in terms of internet availability, web-based services and new forms of material media. Members of the management team are all comfortable and knowledgeable in most current web and hardware applications such as databases, smart-phones and e-readers. Front-line staff tends to be less comfortable with new technology, so are less inclined to make use of databases and promote new material such as downloadable e-books and Playaway devices. In terms of communication, the organization continues to rely on self-published in-library posters, flyers and LCD monitor “slide-shows”. External communication is limited to outreach to local schools and community events, inserts in school flyers and promotional banners on the website. Newspaper advertising is expensive and limited to an average of three or four placements per year, typically when grant money enables such activity. While within the past decade, one could describe the culture as solely one of social service, with the hiring of more professional managers, elements of corporate culture have driven strategic planning, cost analysis and personnel performance activity. One of the key strengths of this library is its staff. Staff is dedicated and passionate about the library, with most contributing personal time and resources towards furthering library activities. Typically content with their non-unionized working environment, staff is quick to promote the library and its activities. Consequent to the service provided by this staff, the current patrons are loyal and generous. Many are willing to approach their respective politicians to support the library, and many attend programs on a repeat basis. Former child patrons are now bringing their own children to the literacy events. Most library promotion is resultant of staff creativity and talent in publishing software. With good municipal funding in comparison to other communities of this size, as well as through proactively pursuing grants, KTPL has been able to source professional consultants in the development and maintenance of a proficient and productive website. Managers and librarians are also offered many opportunities for professional development to keep current in advancements in management, resources for and promotion of public libraries. On the other hand, KTPL’s staffing also constitutes a weakness in terms of the few people available to deal with the multiple priorities, and even more importantly to continue or follow-up on past projects. The Homebound program is one example where a grant-funded contract librarian developed, promoted, and administered the delivery of library material to homebound patrons. After the termination of the contract, the program has deteriorated and currently has no users. Staff continually develops new ideas for programs, outreach, and promotion, but most do not reach maturity given multiple responsibilities. While well funded, the cost of traditional external communication formats such as newspaper and radio is prohibitive. Finally, an important weakness has been in the measurement of the performance of some initiatives. Part of this is associated with the need for the capture and analysis of typical library statistics such as circulation and program use. But it is also associated to the real or perceived need to move on to the next priority. Again, referring back to the Homebound program: without the staffing to assign to this project, the program is all but unused now despite a good start in 2007.
The above will also be summarized in your general introduction—you are identifying if the organization formally scans the environment, & you will recommend which areas the organization should scan.
The most formal environmental scan performed by KTPL was the the Community Needs Assessment (CNA)published July 2006. This assessment, led by the consultants Monteith and Brown Planning Associates was funded through a combination of a provincial grant and from the development fund budget allocated to the library by the Township. A full copy of the assessment can be found on KTPL's website at http://www.king-library.on.ca/pdfs/KTPLCommunityNeedsAssessment.pdf. The consultants used a combination of surveys, focus groups, third-party psychographic and demographic studies, the most recent Census and long term population forecasts in the compilation of the report. Opinions were sourced not only from staff, management and the Board, but also from both users and non-users from the community. The end product has been a key driver in terms of the development of the 2008-2011 Strategic Plan as well rationale for funding requests and grant expenditures.
This assessment does not represent the only environmental scanning practiced by KTPL. During the development and (enforcing) of future year budgets as well as of programs and services, environmental scanning takes place. The management team uses information from the Township, school boards, the Census, the chamber of commerce, statistics generated by library usage, provinical statistics as well as news of change and development in community. Currently, the introduction of full-time kindergarten and the construction of new subdivisions in each of the three hub communities in the township are environmental situations that stand to impact KTPL, and are being scrutinized carefully by the management team.
Generally, information from the CNA and from the latest Census show that the community of King Township has one of the highest per capita incomes in Canada, with an annual income of $82, 000 per family. Monteith and Brown (2006) advised the library that "Given the socio-economic profile of King Township, residents have many options available for meeting their "library" needs including purchasing their own books and materials. As such, the KTPL must strive to stay at the leading edge of information technology and lifelong learning initiatives in order to meet the unique needs of this community" (p. 5). Another environmental consideration Monteith and Brown identified is that is that King Township is located just outside the urban sprawl that consitutes the subarbs of Toronto. If the city continues to grown, they suggest that King Township could become a suburban community and face pressure to increase economic development opportunities (p. 6). The consultant's research forecasted growth of 60% between 2006 to 2021 - from 20,000 to 32,000 residents. The current population mix shows that 13% are seniors and growing, which is important as seniors have traditionally been a significant user group of the library. There is low ethnic diversity (3% visible minorities) observed in the current population - but Monteith and Brown suggest this may also change as the population grows.
Competitive - library systems of surrounding communities - some are very large ie., Vaughan, Richmond Hill. Chapters. Internet,
Political - mayor/council newly elected with focus on cost cutting and rationalization of services, suggested Toronto library cuts are big news, strong library board - very interested in continued growth/well being of library and support of management team's suggested direction
Social - strong cultural interest in community, love of library, support for library shown in fund raisers for building/reno's/donations
Outside of the CNA, KTPL has identified tther external factors to consider. Competition for usage is an ever-present threat: book stores; restaurants now providing WiFi; information available on the Internet; programs offered by other organizations; Netflix and instant movie access by cable and satellite providers; larger libraries offering reciprocal borrowing privileges; and, less expensive computers and Internet access are but to name a few of the challenges KTPL faces. Growth and development of the community has also presented its own challenges, and is probably the most relevant environmental factor facing the library. For example, sewer and road construction have made accessibility to two branches very difficult and has resulted in decreased door statistics. Competition for municipal funds is at an all time high and an economic downturn has decreased the taxpayers’ tolerance for increases to their property bills. New users with different expectations based on previous urban library experience are changing the experience at the circulation desk. Gone are the days of not having to ask for a library card and overdue or non-returned material statistics are on the increase. The aging population of those who have spent their lives in this community is also a challenge: staunch supporters and users of the library are leaving the community for retirement homes or passing away. However despite the transition in the user profile, KTPL continues to enjoy immense support from its community as demonstrated by the support shown in fundraising campaigns, letters to council and participation in library events.
RECOMMENDATION POINTS:
- the CNA is a static picture - as time goes by the reality of what transpires needs to be considered in conjunction with the CNA - ie., a major market crash may reduce or eliminate new housing starts, reducing growth
- Now identify (in your opinion) which forces in the microenvironment (internal) may affect this organization. The SWOT will add knowledge to this…
The culture of the organization can be described as being known for friendly, personal customer service. The branches are vibrant, often noisy with children and adults socializing. The programs are well attended, and Internet stations well used. Most staff knows most patrons, if not as neighbors, at least as a familiar face and name. None of the branches have a specific reference desk: all information service is provided at the circulation desk or out in the stacks. Only one branch consistently has MLIS or Library Technician trained staff on duty. Most reference is handled by paraprofessional staff. There is a family atmosphere amongst staff, with very low turnover. Staff is quick to promote programs and new material to patrons directly, and provides good reader’s advisory service.The organization has also been aggressive with technological advancement in terms of internet availability, web-based services and new forms of material media. Members of the management team are all comfortable and knowledgeable in most current web and hardware applications such as databases, smart-phones and e-readers. Front-line staff tends to be less comfortable with new technology, so are less inclined to make use of databases and promote new material such as downloadable e-books and Playaway devices. In terms of communication, the organization continues to rely on self-published in-library posters, flyers and LCD monitor “slide-shows”. External communication is limited to outreach to local schools and community events, inserts in school flyers and promotional banners on the website. Newspaper advertising is expensive and limited to an average of three or four placements per year, typically when grant money enables such activity. While within the past decade, one could describe the culture as solely one of social service, with the hiring of more professional managers, elements of corporate culture have driven strategic planning, cost analysis and personnel performance activity.
One of the key strengths of this library is its staff. Staff is dedicated and passionate about the library, with most contributing personal time and resources towards furthering library activities. Typically content with their non-unionized working environment, staff is quick to promote the library and its activities. Consequent to the service provided by this staff, the current patrons are loyal and generous. Many are willing to approach their respective politicians to support the library, and many attend programs on a repeat basis. Former child patrons are now bringing their own children to the literacy events. Most library promotion is resultant of staff creativity and talent in publishing software. With good municipal funding in comparison to other communities of this size, as well as through proactively pursuing grants, KTPL has been able to source professional consultants in the development and maintenance of a proficient and productive website. Managers and librarians are also offered many opportunities for professional development to keep current in advancements in management, resources for and promotion of public libraries.
On the other hand, KTPL’s staffing also constitutes a weakness in terms of the few people available to deal with the multiple priorities, and even more importantly to continue or follow-up on past projects. The Homebound program is one example where a grant-funded contract librarian developed, promoted, and administered the delivery of library material to homebound patrons. After the termination of the contract, the program has deteriorated and currently has no users. Staff continually develops new ideas for programs, outreach, and promotion, but most do not reach maturity given multiple responsibilities. While well funded, the cost of traditional external communication formats such as newspaper and radio is prohibitive. Finally, an important weakness has been in the measurement of the performance of some initiatives. Part of this is associated with the need for the capture and analysis of typical library statistics such as circulation and program use. But it is also associated to the real or perceived need to move on to the next priority. Again, referring back to the Homebound program: without the staffing to assign to this project, the program is all but unused now despite a good start in 2007.
You should include recommended data sources
Resources
Ch 3
Ch 5
Marketing Powerpoint - Intro & Step 1
a